Executive coaching during organisational change: a qualitative study of executives and coaches perspectives

Bickerich, Katrin; Michel, Alexandra; O’Shea, Deirdre

doi:10.1080/17521882.2017.1407806

Cited by 15 publications

(21 citation statements)

References 44 publications

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“…There are different mechanisms used by individuals to handle challenging circumstances, such as techniques that help to control thoughts, emotions, and behaviors (i.e., coping strategies) before, during and after difficulties ( Skinner and Zimmer-Gembeck, 2007 ). Emerging research demonstrates that coaching is a valuable tool for organizations during turbulence because it helps to improve skills and attitudes for suitable change management and achieve work demands and goals ( Kombarakaran et al, 2008 ; Grant, 2014 ; Bickerich et al, 2018 ). More recently, the increasing recognition that well-being plays a significant role in organizational performance has resulted in coaching becoming more holistic and focusing more on the health and well-being of employees ( Green and Palmer, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

2021

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Positive Psychological Coaching is receiving increasing attention within the organizational field because of its potential benefits for employees’ development and well-being (Passmore and Oades, 2014). The main aim of this study was to test the impact of a Positive Psychological Micro-Coaching program on non-executive workers’ psychological capital, and analyze how goal-related self-efficacy predicts goal attainment during the coaching process. Following a control trial design, 60 non-executive employees (35 in the experimental group and 25 in the waiting-list control group) from an automotive industry company participated in a Positive Psychological Micro-Coaching program over a period of 5 weeks. The intervention was grounded in the strengths-based approach and focused on setting a specific goal for personal and professional growth. The program consisted of a group session, three individual coaching sessions, and individual inter-session monitoring. Pre, post, and 4-month follow up measurements were taken to assess the impact on the study variables. Our results reveal that psychological capital increased significantly at post and follow-up times compared to baseline levels. In addition, results confirmed that goal-related self-efficacy predicted goal attainment during the micro-coaching process. Practical implications suggest that short-term positive psychological coaching is a valuable method for developing personal resources, such as psychological capital and to facilitate the goal achievement in non-executive employees, in order to reach work-related goals.

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Section: Introductionmentioning

confidence: 99%

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

2021

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“…On the part of the coach, a crucial factor seems to be the ability to help with the potential success criteria above. In particular, it seems important for coaches to help actively to gain new (psychological) insight (Bickerich et al, 2018; de Haan et al, 2010a; Hall et al, 1999; Machin, 2010; Myers, 2014), as this seems to be a key ingredient for the coachee.…”

Section: Discussionmentioning

confidence: 99%

“…Burger (2013) talked to top executives of large organizations, executive coaches, and nonexecutive directors, to compare experiences of executive coaching on the part of leaders, sponsors, and coaches. Bickerich, Michel, and O'Shea (2018) studied the views of 15 coachees and 18 coaches on the use of coaching during organizational change. They found clear overlaps in terms of perspectives but also differences.…”

Section: The Emergence Of Qualitative Research In Coachingmentioning

confidence: 99%

“…Broadly, coaches emphasize the importance of listening; attending to the conversations themselves; and noting emotion, doubt, and anxiety. Coachees, in comparison, place more emphasis on practical new help, insights, challenges, and perspectives (Bickerich et al, 2018;de Haan et al, 2010a;Hall et al, 1999;Myers, 2014). de Haan and Nieß (2015) also traced other demonstrable differences in perspective between coachee, coach, and This document is copyrighted by the American Psychological Association or one of its allied publishers.…”

Section: Relevance Of Process Research To Rq1 Rq2 and Rq3mentioning

confidence: 99%

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A systematic review of qualitative studies in workplace and executive coaching: The emergence of a body of research.

Haan

2019

Consulting Psychology Journal: Practice and Research

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There is substantial evidence that qualitative research in executive coaching has come of age in the previous decade. Two large research programs have yielded consistent and quantifiable results, and a range of case studies, field studies, and process research is inspiring newer quantitative-research designs. This study contains the first rigorous, systematic review of this qualitative-research base with preliminary conclusions in terms of what this body of work might be telling us. Comprehensive data gathering and screening categorized 101 publications (peer-reviewed articles, book chapters, and dissertations) containing original qualitative research into workplace and executive coaching. This seemed a sufficiently large number of original publications to analyze and then synthesize in terms of its comprehensive findings. Three research questions were formulated in terms of what the qualitative research may offer over and above standard quantitative outcome research, and they are systematically answered with the help of an interpretative synthesis of the findings in four domains. The qualitative-research body of workplace and executive coaching seems to warrant the following tentative findings. Success criteria are coachee-related, involving the development of trust in, acceptance of, and commitment to coaching and the coachee’s respect for the coaching contract. Another success criterion for both coaches and coachees is the ability for both to achieve agreement on tasks and goals, plus a deep level of shared psychological understanding and new insight.

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“…Organizations are increasingly seeking to use coaching in ways that transcend performance management and that enable them to cope more effectively with a complex and uncertain business world (Grant, 2016;Stacey & Griffin, 2005). As a result, more are acknowledging coaching's value and potential as a tool for navigating cultural and organizational change (Bickerich, Michel, & O'Shea, 2017). Thus, teaching and embedding coaching skills in organizational leaders has become a major focus in leadership development.…”

Section: Coaching In Mba Programsmentioning

confidence: 99%

Untitled

2019

PoC

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The literature on reflection, awareness, and self-regulation provides theoretical and empirical fruit for understanding self-processing mechanisms that enhance learning, growth, and performance. A literature review was conducted to explore the potential of reflection, awareness, and self-regulation as developmental tools for coaches. From the review, an integrated Reflective Practice Model was created to help coaches understand these three self-processing mechanisms as an integrated skill set for facilitating personal and professional growth for both the coach and client. The model assumes that reflection and awareness are antecedents to selfregulation. Each term is conceptualized as a skill that can be learned. This model may be used for reflection inward (internal), awareness to personal actions or emotions, and enhanced self-regulation. Reflection upon past events is considered a generalized application, however, the model may also be used in the moment of a discussion. Similarly, the model may be used by a coach to influence client reflection, self-awareness and self-regulation. While others have written about these concepts, to date no one has compiled these elements into a single, integrated model.

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Executive coaching during organisational change: a qualitative study of executives and coaches perspectives

Cited by 15 publications

References 44 publications

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

Positive Psychology Micro-Coaching Intervention: Effects on Psychological Capital and Goal-Related Self-Efficacy

A systematic review of qualitative studies in workplace and executive coaching: The emergence of a body of research.

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